Making sense of difference in The Maverick Paradox
The Maverick Paradox by Judith Germain explores a familiar organisational tension: the value of people who challenge the status quo, and the discomfort they often create.
Reading it, I found myself thinking about how frequently organisations say they want innovation, yet struggle to tolerate the behaviours that make it possible. Mavericks are celebrated in hindsight, but resisted in real time.
Germain treats this paradox with nuance, recognising both the contribution and the challenge of maverick leaders. The book explores how difference, dissent and independence can be channelled productively rather than suppressed.
What I appreciated was the lack of romanticism. Mavericks are not presented as heroes, but as people whose impact depends heavily on context, support and self-awareness.
For leaders grappling with how to harness unconventional thinking without destabilising teams, this book offers thoughtful insight.
